Now, knowledge workers look like this all over the organisation understands “the way we do things around here” shares and distributes information freely uses information systems focussed on people centralised control is an option uses taxonomies, folk taxonomies and folksonomies

6.
So what’s the problem?‣ idealised‣ true in theory‣ true in reality (but only from the self- labelled KWs POV)‣ unrealistic in reality (organisations don’t recognise KWs and their work in every instance)

29.
“...the focus is pretty much aroundthe subject of people... And, likewe all know, a successful KMstrategy is one that combines intoa perfect balance a focus on thepeople, on the tools and on theprocesses.” Luis Suarez, KM Consultant, IBM defines “Knowledge Management 2.0”http://www.elsua.net/2007/05/07/apqc-km-innovation-1007-the-disconnect-between-km-10-and-km-20/

31.
Day of the Long TailPeter Hirshberg, Chairman, Technorati http://www.youtube.com/watch?v=7xAA71Ssids

32.
The three forces of the long tail ‣ Democratise the tools of production ‣ Democratise the tools of distribution ‣ Connect supply and demand Chris AndersonThe Long Tail - How Endless Choice is Creating Unlimited Demand

40.
Four quick take aways 65% of workers in big (>1000 employees) companies rely on eachother, not management, to solve problems… 37% ignore company rules because they have a better way to get things done The Informal Organisation, Katzenbach Partners, July 2007

41.
Four quick take awaysSAP has nearly 900000 people involved in its community helping each other develop solutions and solve problems around SAP products In any month, over 10 per cent actively participate by posting Mike Prosceno, Vice President, Global Communications, SAP Social Media Today Podcast, 18 April 2007

46.
Three basic rules of KM ‣ Knowledge will only ever be volunteered it can not be conscripted ‣ We only know what we know when we need to know it ‣ We always know more than we can tell and we will always tell more than we can write down David SnowdenComplex Acts of Knowing - Paradox and Descriptive Self Awareness http://www.cognitive-edge.com/articledetails.php?articleid=13%3Cbr%20/%3E

50.
“You can’t manage knowledge –nobody can. What you can do is tomanage the environment in whichknowledge can be created,discovered, captured, shared, distilled,validated, transferred, adopted,adapted and applied.” Chris Collison and Geoff Parcell Learning to Fly: Practical Knowledge Management from Leading and Learning Organizations

53.
“...where people continually expand their capacity to create theresults they truly desire, where new and expansive patterns ofthinking are nurtured, where collective aspiration is set free, andwhere people are continually learning how to learn together.” Peter Senge The Fifth Discipline

58.
Now, knowledge workerslook like this‣ all over the organisation‣ understands “the way we do things around here”‣ shares and distributes information freely‣ uses information systems focussed on people‣ centralised control is an option‣ uses taxonomies, folk taxonomies and folksonomies